Understanding Goals and Enablers

It is necessary that throughout your journey you have a clear understanding of the difference between your goals; the objective reached/prize and the enablers; the tools to get you there.

As an example people often say they want to be rich, to have lots of money. What they in fact mean is they want to have the objects of their desire, to have a certain control over the way they live their lives and reduce stresses all of which wealth may bring.

In some cases wealth may not bring those levels of happiness simply because the individual has lost sight of their personal goals, and in such cases can become de-motivating !!

ALWAYS HAVE GOALS AND AMBITION !!

Goals are not just attributable to business but also your personal life.

It is important to define what your goals or objectives are. Without that definition you will never know if you have achieved that goal. At the outset however be clear and honest with yourself as to why you have defined the goal, what it will bring to you and what you personally, will be able to do with that outcome to gain even further reward.

If you have achievement without the understanding of how you got there and why indeed you wanted to be there, then you may find it difficult to deal with the new levels attained and understand how to repeat the successful formula !

It is important to try and introduce an element of control to your ambition-make something happen. Even the smallest of actions could be the catalyst to something bigger. There will always be other factors which influence reaching your goals but you will become less dependent on these as you begin to recognise and turn situations to your advantage.

Consider several situations in which becoming involved and applying the appropriate drive and direction will act as the catalyst described earlier. Not only that but it will also act as an enabler in your stakeholder and progress plans by helping raise your profile within the organisation.

Do not wait to be asked – volunteer yourself for any new projects, or better still, take the initiative: recognise a situation, build a plan around it and take it forward. Doing this in addition to your normal daily role should lead to recognition that you are worth investing in.

Before volunteering for the lead or key role on any challenge be sure to consider :-

(i)                 You have the correct level of knowledge and skillsets

(ii)               You can balance additional activity with normal role

(iii)              You have an outline plan to completion

(iv)             You have network of contacts in place to aid progress

(v)               You know where to go for help

Below is a situation with a suggested approach on how you may deal

Situation

The company may be struggling with rising costs especially within your division. Coupled with this sales are down. Your manger and hierarchy to CEO need to implement aggressive plan to reduce costs at the same time avoiding operational impact to the end client.

You are a team manager within a large division with a number of peers carrying out similar operations providing Account Management (pre and post sales) for the company’s external client base.  You put your hand up to lead the task.

Impact Areas- Align Your Skillsets

P&L

Organisational structure

Account Rationalisation

Sales motivation

Take the Initiative

Ensure you are clear on the objective – play it back to the Stakeholders and seek confirmation !

Map out and agree the success criteria for your plan

Get ahead and implement activities within your own team as a test bed for the wider exercise, it is always best to pilot in an environment familiar to you.

 Review the approach and outcomes before implementing wider. If positive present to your management and articulate how you will overlay that approach to the wider exercise.

Map out the key milestones and expected outcomes from each.

Keep the stakeholders regularly updated with results. Ensure that as well as the positives you have risk mitigation in place for any issues which may arise. Reconcile with the success criteria you have agreed with the Executive.

Once you have succeeded in the plan do not readily sit back into your previous role. You are now visible, you have helped the key stakeholders succeed in their objectives; at the same time you have established yourself as someone who can deliver. You have made a difference, now let the business make a difference for you.

Approach your manager and the key stakeholders to discuss what next ? In the situation above you have applied a new organisational structure- it is your creation – does not not therefore make sense you lead it and show even further commitment to your belief in what you have built. It is that confidence in yourself, in your business that will build trust with the stakeholders to allow you greater responsibility and elevated position.

Do not necessarily assume this will just be offered up therefore ensure you have parallel discussions on what successful outcomes on any business led exercises mean for you !

The Executive Discussion

You now have “Personal Collateral” and you need to use it as your passport to new places.